1

Bond Investor Update 27 November 2013

2

Financial Review Tim Jones Finance Director

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Income statement

FY 2013 52 weeks £m

FY 2012 53 weeks £m

Revenue 1,895 1,889

Operating costs (1,583) (1,585)

Operating profit 312 304

Interest (128) (138)

Profit before tax 184 166

Earnings per share

34.9p

30.5p

Operating margin

16.5%

16.1%

(pre exceptional items and other adjustments)

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Income statement

FY 2013 52 weeks £m

FY 2012 52 weeks £m

Revenue 1,895 1,855 + 2.2%

Operating costs (1,583) (1,558)

Operating profit 312 297 + 5.1%

Interest (128) (135)

Profit before tax 184 162 + 13.6%

Earnings per share

34.9p

29.8p

+ 17.1%

Operating margin

16.5%

16.0%

+0.5 ppts

(pre exceptional items and other adjustments)

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Like-for-like sales growth

Week 1-28 FY 2013

Week 29-52 FY 2013

Week 1 - 52 FY 2013

Week 1 – 8 FY 2014

Food 1.4% 0.0% 0.8% 0.1%

Drink (1.2%) 0.9% (0.2%) (0.4%)

Total 0.3% 0.6% 0.4% 0.1%

• Continued strong performance on special occasions – more key calendar events in H1

• Warm weather benefitted drink sales in H2

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Drivers of LFL food and drink sales

-1%

1%

2%

3%

4%

5%

6%

Price /

Spend

(4.3%)

4.2%

(4.4%)

Food +0.8% Drink (0.2%) 5.1%

Volume

Volume

Total LFL sales growth of 0.4%

Price /

Spend

• Further spend gains from price, brand mix and upselling

• Volume declines moderating in recent weeks

7

EBIT movement

FY 12 new openings

Restruc-turing savings

Service & amenity

investment

+£6m

(£1m )

+£4m +£11m

£297m FY 2012

£312m FY 2013

Trading FY 13 new openings

(£5m)

• Operating margin up 0.5 percentage points to 16.5%

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Exceptional items FY 2013

£m FY 2012

£m

Bid defence - (6)

Restructuring and reorganisation

IT infrastructure - (7)

Support operations - (7)

Operating exceptionals - (20)

Property valuation & impairment (12) (35)

Other property impairment (17) (12)

Impairment of goodwill - (5)

IAS19 pensions finance charge (5) (11)

(34) (83)

Tax credit 26 28

(8) (55)

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Group cash flow FY 2013 52 weeks

£m

FY 2012 53 weeks

£m

EBITDA 422 415

Working capital / non cash items (11) (28)

Deficit pension contributions (40) (40)

Cash flow from operations 371 347

Maintenance & infrastructure capex (100) (92)

Net interest paid (126) (129)

Tax and other (32) (25)

Free cash flow before exceptional items 113 101

Expansionary capex (28) (55)

Disposals 1 3

Cash exceptional items (2) (17)

Net cash flow 84 32

Mandatory bond amortisation (55) (52)

Net cash flow after bond amortisation 29 (20)

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Group net debt

Sep 13 £m

Sep 12 £m

Securitisation debt1 (2,124) (2,177)

Cash & other 101 135

Securitised net debt (2,023) (2,042)

Cash 264 201

Group net debt (1,759) (1,841)

Net Debt : EBITDA2

4.2x

4.5x

Notes: 1) Includes derivatives hedging balance sheet debt 2) FY12 EBITDA is for 52 weeks

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Capital expenditure

Total estate capex of £128m (FY 2012: £147m)

Maintenance capex of £88m (FY 2012: £83m)

Infrastructure capex increased to £12m (FY 2012: £9m), due to beginning of rollout of new pub systems

Expansionary capex reduced to £28m (FY 2012: £55m)

FY 2014 spend expected to increase

Enhanced remodel programme and investment in pub systems

Increased expansionary capex towards trend level of £50m to £80m pa

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Expansionary capex returns

Conversions

H1 H2

FY 11

New sites

Number of sites

H1

FY 12

H2 H1

FY 13

FY 13 Investments1 FY 13 No of sites FY11-13 EBITDA ROI

Freehold Acquisitions £11m 4 13%

Leasehold Acquisitions £11m 12 18%

Conversions £2m 6 16%

Total £24m 22 17%

Note 1: Relates to openings and conversions in FY 13 on an activity basis

0

10

20

30

40

50

60

70

H2

13

Property

Freehold and long leasehold properties valued annually

20% of sites inspected p.a.

Moderator removed for inner London sites

Short leaseholds assessed for impairment

Slight increase in overall multiples to 8.0x EBITDA (FY 12 7.8x)

£m (pre tax) FY 2013 FY 2012

Income statement Revaluation (12) (35)

Other impairment (17) (12)

Balance sheet Revaluation reserve 60 10

31 (37)

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Pensions

Funding

Discussions continue between the Company and the Trustees regarding the latest triennial valuation

Regulatory timetable to reach agreement by June 2014

Accounting

Prior year balance sheets restated following recent FRRP guidance (recognising schedule of contributions as a liability)

IAS 19 (revised) to be adopted in FY 2014. £2m of scheme admin costs to be charged to operating profit rather than finance costs

No cash impact

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Key messages

Strong profit growth:

EBIT up 5%, EPS up 17%

Operating margin up 0.5 percentage points to 16.5%

Reduced expansionary capital expenditure of £28m this year, increasing to £50m-£80m in medium term

Expansionary capital returns stable at 17%

Funding negotiations with pension trustee continuing

Outlook:

Cautious about the strength of the economic recovery, with ongoing variation by geography and consumer group

Business transformation continues to progress, making us well placed to deliver sustainable profit growth and shareholder value

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Business Review Andrew Vaughan Group Treasurer

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Highlights

Gross debt outstanding at year end £2,129m

EBITDA £364m

Free cashflow £297m

EBITDA DSCR 2.0x

FCF DSCR 1.6x

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Free Cash Flow

EBITDA 364

Tax (20)

Required maintenance capital (47)

Free Cashflow 297

Interest (127)

Principal repayment (55)

Debt Service (182)

£m

1.6x

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H1 H2 Year

Free Cashflow: Debt Service 1.6x 1.7x 1.6x

EBITDA: Debt Service 1.8x 2.2x 2.0x

Net Worth

Securitisation Covenants – FY 2013

Note: Default Covenants: FCF/Debt Service 1.1x, Net Worth of £0.5bn

Restricted Payment Test: FCF/Debt Service 1.3x, EBITDA/Debt Service 1.7x

£1.62bn

Well within required covenants

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Maintenance & Capital enhancement

Repairs* 46

Maintenance 87

Enhancement 1

134

Securitisation Estate

£m

* Charged through Profit & Loss account

133 (vs. required amount of £93m)

Substantial investment to maintain and enhance estate quality

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Cashflow - uses

FCF 297

Debt Service (182)

Maintenance Capital (over required amount) (40)

Net Capital Enhancement Expenditure* (1)

Excess Cash 74

Restricted Payments made (61)

Restricted Payment Maximum increase 13

Restricted Payment Maximum at start of year 24

Restricted Payment Maximum at end of year 37

£m

* Net of cash released from disposal proceeds

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MAB PLC vs. MAB Retail Limited

Number of pubs* 1,649 1,437 Turnover 1,895 1,611 EBITDA 422 364 EBIT 312 272

PLC £m

Securitisation Estate £m

* As at 28 September 2013

Difference driven by 212 pubs & infrastructure outside securitisation

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Consistent growth in sales and food mix

£0k

£5k

£10k

£15k

£20k

£25k

FY 2003 FY 2013

Drink Food Other

AWT: £14.3k

60%

30%

10%

47%

51%

2%

High quality, food led, managed estate

AWT +4.9% pa

AWT: £22.9k

Ave

rage

wee

kly

take

per

pu

b

Note: AWT is average weekly take per pub and excludes VAT

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What creates value at M&B

Exceptional people...

Outstanding operators of scale brands and formats...

Which guests love...

Leading to market leadership and profit growth

Profit through people, guests and operational practices

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Four priorities

Consistent priorities to drive profits and returns

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The value creation journey

Transformation whilst safeguarding profit growth

1

2

3

3 2 1

Right size (done in FY 12)

Balanced transformation (in progress)

Acceleration (ahead)

1

2

3

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Highlights

Reduction in retail staff turnover

Investment in guest facing systems

Industry leading guest research driving brand action

Clear approach to capital allocation

17% EPS growth

Reshaping the business for future growth

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Our people

Key performance indicator:

Engagement: 82% GMs, 78% retail

3,400 NVQ enrolments/completions

1,600 apprentices at year end

Stability up at all levels

FY 11 FY 12 FY 13

Staff turnover 85% 82% 78%

Improved recruitment, retention and development

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Our practices

Re-engineering operational roles

Administrators → leaders and coaches

Objective: more time with people and guests

Improved service at peak times

Food hygiene rating scores improving

Continued focus on core operations and scale benefits

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New pub systems drive guest experiences

Tills

Integrated payment devices

Web integration

Handheld devices

Buzzers & pagers

Kitchen Management

Table Management

125 sites y/e, 319 now, 1,600 FY15

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Market and strategy overview Special £22bn

Family £5bn

Everyday social £2bn Heartland £4bn

Upmarket social £8bn

Protect & compete Optimise & invest

Invest & expand Invest & expand

Brand/format optimisation

Like-for-like sales

Capital deployment

Cash generation

Invest & expand Largely brand

Optimise & invest Largely format

Protect & compete Format - -

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Our guests

KPI: Net promoter +4% to 59%

Guest satisfaction +3% to 62%

Trust and loyalty builders established for each brand

Guest dashboards rolled out

Brand priorities built on guest insight

40%

45%

50%

55%

60%

65%

Guest satisfaction

Net Promoter Score

Note: Guest satisfaction is % of guests that “strongly agree” that they were satisfied with their visit. Net promoter score is % of guests that are brand ‘promoters’ less % of guests that are brand ‘detractors’.

FY 2011 FY 2012 FY 2013

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Guest dashboard

Live guest feedback to every restaurant and pub

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Protect & compete: Heartland

Putting value first:

£3.89

£3.99

£4.19 £4.19

£3.69

£3.40

£3.60

£3.80

£4.00

£4.20

£4.40

1 Nov 11 1 May 12 1 Nov 12 1 May 13 1 Nov 13

Crown - best priced main meal

Volume trend:

35

Protect & compete: Heartland

Re-establish value and community spirit

Putting value first:

Introduction of £3.69 main meals in Crown

BT and Sky Sports distribution broadened

Great value drinks promotions

Simpler operational structure, common guest base

Proud to lead on cost - to deliver great value for our guests

36

Optimise and invest: Raising appeal of existing estate

Accelerating remodel programme

Trial, prove then roll out at speed

Directing capital into attractive market spaces

Meaningful impact on our guests

37

Expand through new openings

16 new openings – 6 Toby, 5 Harvester, 2 M&C, 2 Alex, 1 Browns

New location types e.g. All Bar One Euston Station

Pipeline expanding for FY 2014 and beyond

Investing capital for attractive returns

38

Our profits

Discounting optimised

Substantial purchasing gains

Operating margin up 0.5 ppts

Operational leverage benefits

Strong EPS growth

Strong financial performance whilst transforming M&B

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Revenue Operating profit

PBT EPS

Note: All measures quoted before exceptional items and other adjustments and compared to 52-week results in FY 2012

39

Conclusion

Strong profit performance

Business transformation on track

New systems in roll out

Clear guest insight

Well positioned for future growth

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Q&As

Bond Investor Update 27 November 2013